Using strategic partnerships to create a sustainable competitive position for hi‐tech start‐up firms

Using strategic partnerships to create a sustainable competitive position for hi‐tech... 1. Introduction ver the last ten years I have had the privilege to observe in depth the creation and development of several hi-tech companies. I observed that in most cases these companies chose or were forced to engage in a technology partnership in order to develop and survive. As one would expect, some of these partnerships succeeded whilst others failed. With hindsight it occurred to me that success or failure was not necessarily a random event, or idiosyncratic to one particular company, but that there seemed to be a pattern. Some partnerships failed because they were a strategic misfit, others probably because they were badly implemented. Based on these clinical case studies, I would like to address the questions: when and under what conditions a partnership is needed; what form should it take; and what observations can be made about the successful management of these partnerships? For several of these cases studies I had the privilege to be close to the management and for all of them I had the opportunity to interview many relevant people inside and outside these organisations over the years, and to have regularly informal contacts with them. 3. Short description of the case http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png R & D Management Wiley

Using strategic partnerships to create a sustainable competitive position for hi‐tech start‐up firms

R & D Management, Volume 29 (4) – Oct 1, 1999

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Publisher
Wiley
Copyright
Blackwell Publishers Ltd 1999
ISSN
0033-6807
eISSN
1467-9310
D.O.I.
10.1111/1467-9310.00143
Publisher site
See Article on Publisher Site

Abstract

1. Introduction ver the last ten years I have had the privilege to observe in depth the creation and development of several hi-tech companies. I observed that in most cases these companies chose or were forced to engage in a technology partnership in order to develop and survive. As one would expect, some of these partnerships succeeded whilst others failed. With hindsight it occurred to me that success or failure was not necessarily a random event, or idiosyncratic to one particular company, but that there seemed to be a pattern. Some partnerships failed because they were a strategic misfit, others probably because they were badly implemented. Based on these clinical case studies, I would like to address the questions: when and under what conditions a partnership is needed; what form should it take; and what observations can be made about the successful management of these partnerships? For several of these cases studies I had the privilege to be close to the management and for all of them I had the opportunity to interview many relevant people inside and outside these organisations over the years, and to have regularly informal contacts with them. 3. Short description of the case

Journal

R & D ManagementWiley

Published: Oct 1, 1999

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